Doing things collaboratively: realising the advantage or succumbing to inertia?

Huxham, Chris and Vangen, Siv (2009). Doing things collaboratively: realising the advantage or succumbing to inertia? In: van Zwanenberg, Zoë ed. Leadership in Social Care. Research Highlights in Social Work. London: Jessica Kingsley Publishers, pp. 71–87.

URL: http://www.jkp.com/catalogue/book/9781843109693

Abstract

Clearly there is a dilemma between advantage and inertia. The key question seems to be: If achievement of collaborative advantage is the goal for those who initiate collaborative arrangements, why is collaborative inertia so often the outcome? To address this question, and the question of what managers can do about it, we will present a set of seven overlapping perspectives on collaborative management. This is extracted from the theory of collaborative advantage, which has derived from extensive action research over 15 years. We have worked with practitioners of collaboration, in the capacity of facilitators, consultants and trainers, in a wide variety of collaborative situations. We have kept detailed records about the challenges and dilemmas faced by managers, and of comments they make in the course of enacting their collaborative endeavours. Many such statements are reproduced as illustrative examples in this article.

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